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How to delegate effectively and free up some of your time!

by , 12 March 2013
• Attention Employers! From the Department of Labour

• 9 important rules of effective delegation

• How to identify poor performers that are costing you money

Dear Reader

Do you delegate tasks to your staff? Or are you the manager who wants to do everything yourself, or else it doesn't get done properly?

Good delegation saves money, time, builds people and team skills, grooms successors and motivates people. Poor delegation causes frustration, demotivates and confuses people and teams.

But there's an art to passing tasks on to others… Use these 9 rules and never fail at delegation again.


How to identify poor performers that are costing you money

Do you have a poor performer in your company? That one person who never pulls their weight, avoids certain tasks and blames management for their ineptitude saying: 'You didn't tell me it was my responsibility…'

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Here's a quick way to ensure EVERY employee understands their key responsibilities and main activities so they can't argue about what you expect them to do.


9 Important rules of effective delegation

Delegation is a two-way street. It's meant to develop you and the people you work with. Consider what you're delegating and why. Are you doing it to build people, or get rid of work you don't like to

1.    To delegate effectively, you need to let go. You can't control everything, so let go and trust your team.

2.    Create a delegation plan. Show employees the main task objectives and how you can develop them. This'll help them understand the expectations being set.

3.    Define the tasks that must be done. Some things you still have to do, but others can be done by someone else. Be clear on what you're assigning. People like clarity so make sure you're clear on your expectations.

4.    Make sure you consider ability and training needs. Can the people or team do the task? Do they understand what needs to be done? If not, you can't delegate it to them.

5.    Clearly explain the reason for work that needs to be done. Discuss why the job is being delegated and how it fits into the grand scheme of things.


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6.    Tell employees what outcomes and results you're expecting. Answer questions like what must be achieved, what the measurements will be, and clarify how you'll measure that the job was successfully done.

7.    Be prepared to discuss the required resources with the individual and team. Common challenges arise with every person and team including people, location, time, equipment, materials and money. These are important concerns and should be discussed and solved creatively.

8.    Get agreement on the timeline and deadlines. Include a status reporting feature to ensure things are getting done. When is the job to be done? What are the ongoing operational duties? What is the status report date and how is it due?

9.    Provide and get feedback for the teams and individuals. It's important to let people know how they're doing and if they're achieving their aim.You must absorb the consequences of  failure, create an environment where failure is an opportunity to learn and grow, and pass on the credit for success. Pay it forward, if you can.

Delegation used as a tool develops you and your staff. The better you are at delegation the better the people around you and your teams will do.

Until next time, enjoy some of your 'freed-up' time to focus on other important business matters.

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